Management
Management is vital for any organisations regardless of the size and the types of the organisations. In general, management is defined as “the application of planning, organizing, staffing, directing, and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives.” (John M. Ivancevish and Thomas N. Duening, 2007)
Fayolism
Henri Fayol, a French mining engineer and director of mines in the 1880s, came up a management idea known as Fayolism. Fayol identified managerial activities as “concerned with drawing up the broad plan of operations of the business, with assembling personnel, co-ordinating and harmonising effort and activity” (Fayol, 1949) . Fayol emphasizes the important on
…show more content…
First of all, they criticise that Fayol’s theory is too formal to the extent of it can hardly be applied to informal organisations. His theory is too rigid and it will only shows its effectiveness in formal organisation structure.
Secondly, his Functional Theory too management oriented and often neglect the wellbeing of the workers. Workers often treated as a mechanical tools which their only concern is how to follow orders. Many modern management views have criticised on this point as they pin-point that workers are humans and they do require freedom to take part in decision making. It will be impossible to control workers’ movements entirely.
Other than that, modern management view too criticise that Functional Theory is only effective during the time of stable and predictable environment. In today’s chaotic environment, managers have to consider democracy as one of the management element. Managers have to be more careful on human behaviour and when necessary provides motivations and persuasion in order to get the work
…show more content…
Both Mintzberg and Fayol agrees that every objectives start with planning. Fayol’s planning function is undeniable as it is common thing all managers have to do beforehand to build a successful path. Out of ten roles that Mintzberg stated, there is 5 roles which have the similar meaning with Fayol’s planning function.
Besides, in his “folklore” article, Mintzberg mentioned that every managers have to spend a huge amount of time to deal with high pressure of disturbance. (Mintzberg, 1975) For instances, most of the time mangers do not only focus on his personal paperworks but he also need to deal with unexpected phone calls and sometimes he also need to deal with subordinates who walk into his room for discussion. Hence, managers have the obligation to act as disturbance handler. However, Mintzberg’s statements sounds kind of similar to what Fayol’s control and coordination function.
Other than that, Mintzberg also cannot fully deny the existence of organising function in management. Most theorists have acknowledged the importance of organising and defined it as a crucial element when come to managing an organisation. Among the 10 roles of Mintzberg’s suggestions, Leader and Resource Allocator are the most solid evidences that Mintzberg also agreed Fayol’s organising
Henir Fayol a French industrialist defined management as consisting of five main activities, planning, organising, commanding, coordinating and controlling. Planning includes defining goals, establishing strategy, and developing plans to coordinate activities. Organising includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Commanding is telling people what should be done. Coordinating involves determining the timing and sequencing of activities so that they work together properly, allocating the appropriate proportions of resources, times and priority, and adapting means to ends. Controlling is the process of monitoring performance, comparing it with goals, and correcting and significant deviations.
For any organization, planning, the first step in the four management functions, is very significant to reach success. During the planning process, organizations establish goals for expectations on performance and then decide on how to reach that specific goal. For example, increasing sales each year is Pacsun's year long goal. The stores keep all of their sales reports, return logs, and exchange records for each day, so when that same business day comes around again the following year, each store knows exactly how many sales they need to have to increase sales for the current year. They also keep track of each store's average dollar amount per sale and how many units are being sold through each transact...
Boje, D. M. , Luhman, J. T. , and Cunliffe, A. L. “ A Dialectic Perspective on the Organization
Over 50 years ago, English-speaking managers were directly introduced to Henry Fayol’s theory in management. His treatise, General and Industrial Management (1949), has had a great effect on managers and the practice of management around the world. However, 24 years after the English translation of Fayol, Henri Mintzberg in the Nature of Managerial Work (1973) developed another theory and stated that Fayol’s work was just “folklores”.
Frederick Taylor and Henri Fayol are both considered classical contributors to management theory. Both were developing and expression their viewpoints at similar time period with the aim of “raising standard of management in industry” (Brodie,1967, p7) in a period were very few publications and theories on management. While both theories were developed with the same influencing factors such as war, social struggles and industrial revolution (Urwick. 1951, p7) each developed quite different management theories. Frederick Taylor is considered the Father of Scientific management and he developed scientific principles of management, focusing on the individual,...
Through the interview, it is proven that Fayol’s four functions; Mintzberg’s managerial roles and Katz’s idea of management skills are essential to be part of the manager consideration when making a decision because these theories are able to assist in organisation’s progress. Tracy (2014), suggested “The true measure of the value of any business leader and manager is performance” and this could be reflected in Manager X as he has proven that organisation performance is top priority for him. To make a conclusion on this topic of discussion, a manager duty is to function as a leader of an organisation, a negotiator with the clients, a motivator to the team and the coordinator of the whole organisation’s progress.
Rodrigues, C. (2001), “Fayol’s 14 Principles of Management then and now: a framework for managing today’s organisations effectively”, Monclair State University, New Jersey.
Henri Fayol was the first to systematize the Classical Organizational theory in fourteen principles of management. Fayol’s fourteen principles were: division of labor, authority, unity of command, unity of direction, subordination of individual interest, remuneration, centralization, the hierarchy, order, equity, stability of staff, initiative, and esperit de corps. The principles were very top down oriented and lead to a subordinate system where there is no autonomy and no sense of self. The principles promoted everyone give everything for the company that they work for while having no ability to self promote or improve ones’
“Controlling: monitors progress and implements necessary changes where needed. Monitoring is an essential aspect of control” (Bateman & Snell, 2004, p. 18).
Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2011). Classics of organization theory. Boston, MA:
Management plays a significant role in how business operates. The diversity of approaches to the theoretical and practical background of management has come up with several versions of what is meant by such key words as management and organization. The academia views expressed in relation to management theories take a different role than that prescribed to managers. There has not been any concrete definition of management even though the classic definition of Henri fayol still remains in contention to be the preferred choice after eighty years. In the context of what is required I would like to elaborate on the following journals.
In the early 1900’s, some of the first ideas were thrown together to allow an organization to flourish in the upcoming modern era. The first theories were known as scientific and classical management, which focused on three separate theories from Frederick Taylor, Henri Fayol, and Max Weber. The three theories have similar ideology in the fact that organization is driven by management authority, employees only source of motivation is money, and organizations are machinelike with employees making up the parts of the machine (Papa, Daniels, & Spiker, 2008). In the Prophecy Fulfilled case study, Mary Ann (senior auditor) takes on a management role with subordinates similar to that of Weber’s Bureaucratic Theory (Daniels 1987, pp. 77-78).
Our first pioneer was Henry Fayol. Fayol was one of the pioneers who were accountable for constructing the modern management theory. Before Fayol created his principle his company who was currently was facing difficulty and with the experiences he had and the principles he created he was able to turn the mining company around. “Henri Fayol 's "14 Principles of Management" have been a significant influence on modern management theory. His practical lists of principles helped early 20th century managers learn how to organize and interact with their employees in a productive way” (Henry Fayol Principles of
The evolution of management though the decades can be divided into two major sections. One of the sections is the classical approach. Under the classical approach efficiency and productivity became a critical concern of the managers at the turn of the 20th century. One of the approaches from the classical time period were systematic management which placed more emphasis on internal operations because managers were concerned with meeting the growth in demand brought on by the Industrial revolution. As a result managers became more concerned with physical things than towards the people therefore systematic management failed to lead to production efficiency. This became apparent to an engineer named Frederick Taylor who was the father of Scientific Management. Scientific Management was identified by four principles for which management should develop the best way to do a job, determine the optimum work pace, train people to do the job properly, and reward successful performance by using an incentive pay system. Scientifi...
Nowadays, management has become an important part of the society. The role of management is to assist the organisation to make the best use of its resource to achieve its goal. Base on the aim of management, one of the theorists Henri Fayol proposed the four necessary management functions: planning, organisation, leading, controlling are the tools managers use to achieve these goals. (Jones 2006) This essay is going to describe and discuss these functions.